takara holdings inc. · 2020. 7. 22. · trend in the amountof alcoholic beverages consumption...

Takara Holdings Inc.February 2013

Director, Shuichiro MatsuzakiDirector, Shuichiro Matsuzaki

TAKARA HOLDINGS INC.

2Business Structure

Takara Holdings IncTakara Holdings Inc.

Takara Bio Inc

Share owned: 100% Share owned: 100%Share owned: 70.8%

Takara Shuzo Co., Ltd. Takara Bio Inc.[Mothers board: 4974]

Takara Healthcare Inc.

22 subsidiaries 10 subsidiaries

3 othe

Biomedical Business

G ti E i i R h

Health Foods BusinessAlcoholic Beverages and Seasonings Business

D ti Al h li B

22 subsidiaries 10 subsidiaries

er subsid

Genetic Engineering Research Business

Agribio BusinessGene Medicine Business

Domestic Alcoholic Beverages Business

Seasonings and Raw Alcohol Business (B‐to‐B)

O Al h li B

diarie

s

Overseas Alcoholic Beverages Business, Japanese Food Ingredients Wholesale Business


Takara Shuzo Group Takara Bio Group Takara Healthcare

3Financial Summary

Six‐Year Financial Summary (millions of yen)

12,500250,000

Operating incomeNet incomeNet sales

Six Year Financial Summary (millions of yen)

0

191,878 192,790 190,525 189,769198,690 202,200

10,000200,0008,506

8,851

8,572

8,335 9,264

9,500

7,500150,000

658 5,639

677

5 600

5,000100,000

4,6 4,6

3,788

3,995

4,6

2,50050,000

Operating income Net income Net sales

00

08.3 09.3 10.3 11.3 12.3 13.3(e)

Operating income Net income Net sales


Consolidated Net Sales: 198,690 million yen

4Business Performance (FY2012)

Consolidated Net Sales: 198,690 million yen

Takara Bio Group9 9%

Takara Healthcare1 2%

Overseas8 4%

Sales by business segment Sales by business area

9.9% 1.2% 8.4%

Takara Shuzo Group DomesticTakara Shuzo Group88.3%

Domestic91.6%

Consolidated Operating Income: 9,264 million yenp g , y

Takara Shuzo Group: 6,768 million yen

Takara Bio Group: 1,547 million yenp , y

Takara Healthcare: ▲114 million yen

Other: 1,063 million yen


Consolidated : 9,264 million yen

y

Takara Group Vision 2020 (10 years from April 2011)

5Long‐Term Management Plan

Takara Group Vision 2020 (10 years from April 2011)

Grow businesses in market in Japan and overseas in which the Group can leverage its strength, establish a balanced business structure that is readily adaptable to changing conditions

Management Goalp g g

Toward balanced business portfolio less susceptible to fluctuations in Japan and overseas

Biomedical Business(Takara Bio Group)

Health Foods Business(Takara Healthcare)

(Takara Bio Group)

Al h li B d S i B iAlcoholic Beverages and Seasonings Business(Takara Shuzo Group)


Unique and robust business portfolio that comprises a stable core business and promising growth businesses

Basic Policy

6Medium‐Term Management Plan FY2014 (FY2012~FY2014)

Aiming to realize the Takara Group Vision 2020, achieve stable growth in Japan while expanding business base in order to grow significantly overseas

Basic Policy

0 0 0 00

Tangible Goals (millions of yen)

Net sales Operating income

89,769

198,690

202,20

200,000

8,335 9,264

9,500

10,00

1

11 3 12 3 13 3(e) 14 3(Plan) 11 3 12 3 13 3(e) 14 3(Plan)

At least

At least

While maintaining a sound financial position the Group aims to invest in both growth and developing

Financial Policy

11.3 12.3 13.3(e) 14.3(Plan) 11.3 12.3 13.3(e) 14.3(Plan)

While maintaining a sound financial position, the Group aims to invest in both growth and developing businesses, return profits to shareholders actively, and increase ROE (return on equity).

Returns to shareholders

li h h ld * f l 50% b bi i di id d d h b b k


Realize a shareholder return payout* of at least 50% by combining dividends and share buybacks

* Shareholder return payout = (Total dividends + Amounts of share buybacks) / Deemed consolidated net income****Deemed consolidated net income = (Consolidated ordinary income – Interest income and dividends + Interest payments) x (1 ‐ Effective tax rate)

7Tangible Goals by Business Segment (millions of yen)


03 000

,000

Net sales


00

600

Net sales

7 0

Net salesNewplan

166,790

175,50

178,0

180,

18,737

19,578

20,700

22,70

23,6

2,567

2,338

2,000 2,600

( ) ( l ) 11 3 12 3 13 3( ) 14 3(Pl ) 15 3(Pl ) ( ) ( l )11.3 12.3 13.3(e) 14.3(Plan)

0

Operating income

11.3 12.3 13.3(e) 14.3(Plan) 15.3(Plan)

Operating income

11.3 12.3 13.3(e) 14.3(Plan)

0

Operating income

e y

New plan

6,568

6,768

7,000

7,700

97

1,547

1,600

1,800

1,700

▲114

▲30

Achieve

profitability

1,09

1,300 ▲

252


11.3 12.3 13.3(e) 14.3(Plan) 11.3 12.3 13.3(e) 14.3(Plan) 15.3(Plan) 11.3 12.3 13.3(e) 14.3(Plan)

8

Takara Shuzo GroupTakara Shuzo Group

Domestic Alcoholic Beverages Business

Seasonings and Raw Alcohol Business (B‐to‐B)g ( )

Overseas Alcoholic Beverages Business, Japanese Food Ingredients Wholesale Business


9Takara Shuzo Group

Domestic Alcoholic Beverages Business Seasonings and Raw Alcohol Business

Manufacture and sale of shochu, sake, RTD, and seasonings

Shochu Sake

Domestic Alcoholic Beverages Business Seasonings and Raw Alcohol Business

Seasonings business for food processing and raw alcohol business (B‐to‐B)

Shochu Sake

Overseas BusinessOverseas Business

RTD Seasonings

Overseas alcoholic beverages business and Japanese food ingredients wholesale businessbusiness


10Takara Shuzo Group

Maintain Stable Performance Business Performance (millions of yen) Maintain Stable Performance

10,000200,000

Net salesOperating income

Other

Sales by product category (FY2012)

Business Performance (millions of yen)

166,788

169,301

166,969

166,790

175,503

178,000

7 500150 000

Shochu41.9%Seasonings

Other18.4%

7,177

7,465

7,129

6,568

6,768

7,000

, 7,500150,000

SakeRTD15.2%

12.6%

6

5,000100,000 11.9%

Sales by business area (FY2012)

2,50050,000Overseas5.3%

00


Domestic94.7%

11Domestic Alcoholic Beverages Market Condition (1)

Trends in Japan’s Population and Alcoholic Beverages Market Scale

14 000140 000Population (0 to 19 years old) Population (20 to 64 years old) Population (over 65 years old)

Trends in Japan s Population and Alcoholic Beverages Market Scale

[Units] Population: thousand people (left scale)Alcoholic beverages market: thousand kiloliters (right scale)

12,000

14,000

120,000

140,000Forecast

Alcoholic beverages

10,000100,000

g(taxable shipping volume)

6,000

8,000

60,000

80,000

4,00040,000

0

2,000

0

20,000


2000 2010 2020 2030 2040 2050<Sources> Population: Statistics Bureau, Ministry of Internal Affairs and Communications, National Institute of Population and Social Security Research

Alcoholic beverages (taxable shipping volume): National Tax Agency

Trend in the Amount of Alcoholic Beverages Consumption

12Domestic Alcoholic Beverages Market Condition (2)

(billions of yen) Trend in the Amount of Alcoholic Beverages Consumption

7,000

(billions of yen)

Domestic market share (CY2011)5,000

6,000

Total

Domestic market share (CY2011)

4,000Beer and Low‐malt beer (happoushu) Categories

Domestic market share

Position

3,000Shochu 13.7% 1st

Ko‐type 28.3% 1st

1,000

2,000

ShochuSakeSake 7.7% 3rd

For gift use (1.8 liter bottle sake) 1st

0

996

997

998

999

000

001

002

003

004

005

006

007

008

009

010

011

Light‐alcohol refreshers (RTD)

13.1% 3rd

Mirin (Type‐1) 55.0% 1st


FY19

FY19

FY19

FY19

FY20

FY20

FY20

FY20

FY20

FY20

FY20

FY20

FY20

FY20

FY20

FY20

<Sources> Jouzou Sangyo Newspaper; Nikkan Keizai Tsushinsha, Inc.; National Mirin Association

Business Strategy

13Domestic Alcoholic Beverages Business

Business Strategy

Develop highly original new Foster array of powerful Strengthen profit

Brand nurturingNew product development Strengthen profitability

products with differentiated quality

brands for premium‐range and mid‐range products

management and promote operational efficiency

New product development

Generate stable cash flows and support the Group’s growth

Sparkling sakeSho Chiku Bai Shirakabe gura

Sho‐Chiku‐Bai Ten“eco pouch”

New premium‐range product New mid‐range productHigh

Sho‐Chiku‐Bai Shirakabe‐guraMio

eco pouchPremium‐range

products

Price range

Mid‐range products


Market scaleLow (launched June 2011) (launched September 2011)

Business Strategy

14Seasonings and Raw Alcohol Business (B‐to‐B)

Business Strategy

Help customers solve problems by leveraging Grow operations through new business model f

Expand raw alcohol businessExpand seasonings business for food processing

technological capabilities to develop products and advance solution‐based sales efforts

and increase profitability by establishing competitive superiority

Exploit synergies between the two arms of the businesses and expand B‐to‐B business

Business model for seasonings and raw alcohol business (B‐to‐B)

Ready‐prepared meals

Seasonings and raw alcohol business

Ready‐prepared meal manufacturersSeasonings business for food processing

Seasonings

Consum

Ready‐prepared meal manufacturers

Restaurant dishes

Processed food products

Restaurants and bars

Food processors

Raw alcoholbusiness

mers

Industrial alcohol Cosmetics

Alcoholic beverages

Food processors

Cosmetic manufacturers

Alcoholic beverages manufacturers


Alcohol for alcoholic beverages

Alcoholic beverages manufacturers

Takara Shuzo

15Overseas Market Condition (1)

Trend in Scale of Global Sake Market (kiloliters )

35,000Exports Local production

Trend in Scale of Global Sake Market (kiloliters )

30,000

20,000

25,000

15,000

5 000

10,000

0

5,000

2005 2006 2007 2008 2009 2010 2011


2005 2006 2007 2008 2009 2010 2011

<Sources> Exports: Trade Statistics of Japan, Ministry of FinanceLocal production: Jozo Sangyo Newspaper (total of local production for nine major sake companies)

16Overseas Market Condition (2)

The Number of Japanese Restaurants

Russia

The Number of Japanese Restaurants

Europe2,000

(2006 survey)

Russia500

(2006 survey)

North America10,000

(2006 survey)

1,000(2011 survey)

Asia6,000~9,000(2006 survey)

14,000(2011 survey)

2,500(2011 survey)

(2006 survey)Middle East

100(2011 survey)

10,000(2011 survey)

Central and South America

1,500O i

(2011 survey)

Africa50

(2011 survey)

(2011 survey)Oceania1,000

(2011 survey)


<Source> Ministry of Agriculture, Forestry and Fisheries

Business Strategy

17Overseas Business (Takara Shuzo Group)

Overseas sales Business Strategy

16

870

11,500

(millions of yen)

Create a Japanese food ingredients wholesale network

Expand overseas alcoholic beverages business

Overseas sales

7,528 9,3 9,8 1

Build foundation for overwhelming No.1 position in overseas sake market

Build and extend sales network and accelerate expansion of business in European market

Spread Japanese food culture and expand overseas business

The Tomatin Distillery Co., Ltd.European bases of FOODEX S.A.S.

Overseas bases of the Takara Shuzo Group

Takara Shuzo Foods Co., Ltd.Age International, Inc.

FOODEX S A S

FOODEX BELGIUM S.P.R.L.

FOODEX S.A.R.L(Switzerland)

FOODEX S.A.S. Takara Sake USA Inc.Shanghai Takara Shuzo International Trading Co., Ltd.

FOODEX S.A.S. (Switzerland)

FOODEX SUD S.A.R.L(South France)

FOODEX S.R.L(Italy)


Overseas alcoholic beverages businessJapanese food ingredients wholesale business

18

Takara Bio GroupTakara Bio Group

Genetic Engineering Research Business

Agribio Businessg

Gene Medicine Business


19Takara Bio Group

Takara Bio Group Highlights Takara Bio Group Highlights

Takara Shuzo Co., Ltd. (now, Takara Holdings Inc.) started the biomedical business.

April 2002Takara Bio Inc. was established as a result of a corporate separation through

f

December 2004Takara Bio Inc. was listed on the Mothers section of the k k h

Basic Business Strategy

Research reagents

incorporation of a new company. Tokyo Stock Exchange

Performance by business category: FY2012 (millions of yen)

Net sales: 842

Operating loss: ▲1,186

Gene medicine(Future growth business)

g

RetroNectin®Operating loss: 1,186

R&D expenses: 1,374

Genetic engineering research(Stable cash‐generating business)

RetroNectin®

Cell therapy‐related products

Net sales: 16,300

Operating income: 4,447

R&D expenses: 843 Net sales: 2,435

Operating loss: ▲253

Agribio(Secondary income business)

Operating loss: ▲253

R&D expenses: 244

Scientific Contract


Scientific instruments

Contract research services

Health foodsMushrooms

Maintain Stable Performance Business Performance (millions of yen)

20Takara Bio Group

2,50025,000

Maintain Stable Performance

Net sales Sales by business category (FY2012)

Business Performance (millions of yen)

Agribio

Operating income

Gene medicine4 3%

20 27818,913 18,737

20,700

2,00020,000Research reagents

Contracted service and other

Agribio12.4%

4.3%

547

,600

20,27819,325 19,578

1,50015,000

g58.8%

Scientific instruments

13.4%

11.0%

Genetic engineering research

1,097

1, 5 1,

1,00010,000

research83.3%

Sales by business area (FY2012)Europe OtherOth A i

560

426

553

1

5005,000

DomesticChina12 0%

Europe6.6%

Other0.7%

Other Asia4.4%

4

00

Domestic61.8%

USA14.3%

12.0%

Overseas38 2%


38.2%

21Genetic Engineering Research Business

Expanded lineup of research Global sales network

EuropeChina USA

Acquired the Clontech unit of BD Biosciences in 2005

Expanded lineup of research reagents

Global sales network

India

China

Korea

USA

M f t i th t f

Highly cost competitive research reagents

Manufacturing the most of research reagents in Dalian, China

Open up markets in Japan and overseas, including emerging countries,and increase sales and strengthen profitability further

S l i Chi S l f G ti i i

79 ,099

2,298

2,499

(millions of yen) Sales in China

9 0 76

18,467

19,110

(millions of yen) Sales of Genetic engineering research business

1,403

1,682

1,87 2,

16,68

15,882

16,300

17,07 1


10.3 11.3 12.3 13.3(e) 14.3(Plan) 15.3(Plan)10.3 11.3 12.3 13.3(e) 14.3(Plan) 15.3(Plan)

Gene Therapy Protocol Using the RetroNectin® Method

22Gene Medicine Business

Gene Therapy Protocol Using the RetroNectin Method

Processed cells are re‐infused into the patient Cells are removed from the patient

Blood cells transfused with therapeutic genes

Blood cellswith therapeutic genes

Transduction of genes in a culturecontainer coated with RetroNectin®

Genes to transduceφ

Recombinant retroviruses

Schedule for Clinical Trials of Gene Medicine

Cure Target disease Current status and future schedule

HSV‐TK gene therapyDonor lymphocyte infusion: Relapsed leukemiaHaplo add‐back: Hematological malignancies

Phase I clinical trials underway in JapanFY2018 Commercialization

HF10 Head and neck cancer, etc.Phase I clinical trials underway in the U.S.FY2019 Commercialization

MazF gene therapy HIVPhase I clinical trials underway in the U.S.FY2023 Commercialization


TCR gene therapy Esophageal cancer, etc.Scheduled to commence Phase I clinical trials in Japan in FY2014

Takara Bio Technologies in iPS Cell Research

23iPS Cell

Takara Bio Technologies in iPS Cell Research

Technologies related to gene therapy

Gene transduction

Cells

Vector development

RetroNectin® method

GMP production of plasmid vectors and retroviral vectors

Transduction

TransductionYamanaka factors,

etc.

Therapeutic genes

retroviral vectors

Cell processing

GMP production of gene transduction cells Amplification Initialization

Technologies related to genome sequence analysis

Cell characteristic analysisGMC

(Gene ModifiediPSC

(induced Pluripotent Use of high‐throughput sequencing

technologies

Epigenetic analysis

Genome sequence analysis

(Gene Modified Cells)

(induced PluripotentStem Cells)

DifferentiationAdministration Genome sequence analysis

Gene Expression analysis Transplantation

Administration

R i


Gene therapyRegenerative medicine

24New Business Model for Gene Therapy

Hospital

//

GMP production facilities installed on company premises

Vector production

Cell Processing Center

Blood collection

Selection / Concentration

Cell processing / Gene transduction

facilitiesVectors for gene transduction

Expansion culturing

Transfusion

New facility for the research and manufacturing of pharmaceutical products for cell and gene therapies

Aug. 9, 2012 – Takara Bio announced that it has entered into an agreement with a third party to purchase its land and buildings, and the


company will build a new facility for the research and manufacturing of pharmaceutical products for cell and gene therapies. The role of the new facility will be to manufacture gene modified cells or viruses in compliance with GMP (Good Manufacturing Practice) as well as vectors for gene transduction.

25

Takara HealthcareTakara Healthcare

Health Foods Business


Business Strategy

26Takara Healthcare

Takara Shuzo’s marketing expertiseTakara Bio’s unique, cutting‐edge technologies

Business Strategy

Sell health foods through direct marketing channels

Business Performance (millions of yen) Main Products

Net sales of healthcare products and operating loss

1 0291,220 1,250 6001,500

y

Fucoidan Supplement 50

Gagome kombu (kelp)

747 718 767

1,029

200

400

500

1,000

Operating

356

316

▲252

▲114

▲30

▲ 200

0

‐500

0Net sales

of

Operating loss

Ashitaba Chalcone

▲500 ▲3

▲ ▲ ▲ ▲

▲ 400

▲ 200

‐1,000

‐500healthcare products

Ashitaba (angelica herb)


▲ 600‐1,50008.3 09.3 10.3 11.3 12.3 13.3(e)

27

Our PolicyOur Policy


28Our Policy

Developing and nurturing products and services

that are differentiated with original technologies

and offer the safety and high‐quality desired by customers

T k Sh G T k Bi G

Secure stable profits in Japan

Expand business overseas

Takara Shuzo Group Takara Bio Group

Grow profits from genetic engineering research p

Achieve commercialization of gene therapy

Takara Healthcare

A l t th f h lth f d


Accelerate growth of health foods business

Forward‐Looking StatementsStatements in this presentation, other than those based on historical fact, concerning thecurrent plans prospects strategies and expectations of the Company and its Group representcurrent plans, prospects, strategies and expectations of the Company and its Group representforecasts of future results. While such statements are based on the conclusions ofmanagement according to information available at the time of writing, they reflect manyassumptions and opinions derived from information that includes major risks and uncertainties.Actual results may vary significantly from these forecasts due to various factorsActual results may vary significantly from these forecasts due to various factors.Factors that could influence actual results include, but are not limited to, economic conditions,especially trends in consumer spending, as well as exchange rate fluctuations, changes in lawsand government systems, pressure from competitors’ prices and product strategies, declines inselling power of the Company’s existing and new products disruptions to productionselling power of the Company s existing and new products, disruptions to production,violations of the Company’s intellectual property rights, rapid advances in technology andunfavorable verdicts in major litigation.

<Inquiry>Takara Holdings Inc.

Financial & Investor Relations Dept.E‐Mail: [email protected]


takara holdings inc. · 2020. 7. 22. · trend in the amountof alcoholic beverages consumption...

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